Date post: | 01-Dec-2014 |
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The Boss who breaks all rules Tiago Andrade e Silva
Microsoft Portugal / Founder
Sponsored by
Foto Com Jeff Sutherland
“Old” Semco
New Management
US$ 4 million
1982
Semco’s Revenue
2003
US$ 212 million
Ricardo Semler
Industrial Democracy
• “Industrial democracy is an arrangement
which involves workers making decisions,
sharing responsibility and authority in
the workplace”
Source: Wikipedia
Participation
Transparency
Employees Set Their Own Salaries
No Time Clocks
Time Clocks NO
Travel Expense Rules NO
NO
CHECKS
The Survival Manual
• The only set of written rules
• Use your Common sense
Hiring
@Maverick : the success story behind the world's most unusual workplace.
Working environment
@Maverick : the success story behind the world's most unusual workplace.
Evaluation by Subordinates
@Maverick : the success story behind the world's most unusual workplace.
Take away:
• Truly Democratic and Participative Workplace
• Different Mindset
• Set Them “Free”
• Trust
• Open communication
Sharing Experiences
Speaker Company Country
Rui Pedro Alves Partner at Rupeal Portugal
Jurgen Appelo Book author
“Management 3.0” Netherlands
João Pedro Martins CTO at Create.IT Portugal
Alexandre Magno Principal at AdaptWorks Brazil
Miguel Muñoz Duarte + ALL Partner at Imatch Portugal
RUPEAL
Rui Pedro Alves
RUPEAL
• Technology (Product Development)
• Outsourcing (Resourcing)
• Consulting (Software Development)
• 1 Partner (myself)
Decisions
Decisions
• All decision making timings are made public
prior of voting
• All decisions are made by whoever wants to
vote on that subject
• My vote counts 1
• I only have the power to “Veto” a decision
1st decision:
New Office
Technology Unit
Budget
Budget
• All members of the team had access to the
financial results
• We’ve all decided on a budget for the next
semester (1st of 2011)
• With that budget the team chose their salary
and the amount left for new hires
Hiring
Consequences
Consequeneces
• Productivity burst!
• Everyone is now more business oriented
and looking for new business
• Higher responsability, higher demand on
myself
• Higher team cohesion
Motivation => Productivity
Future?
More Shared Decisions
Profit Share
More Visibility
Profit Share
MANAGEMENT 3.0
Jurgen Appelo
|create|it|
João Pedro Martins
do it differently
|create|it|’s experience in 10 minutes
João Pedro Martins “jota” – [email protected] - www.create.pt - 96 782 5537
10 years
team of 17
systems integration and development
microsoft gold certified partner
principles
transparency
involvement
transparency
the breath of the company
projects (weekly)
projects
Distribution by type of activity
Allocation % by team member
Real vs planned execution
Man/day value vs project execution %
sales
Sales per customer
Accumulated monthy sales
Revenue (-Jul2010) Revenue per capita
individual contribution
All the activities of the company have public
backlogs
Gather information
Inform people Performance Improvement
observation
involvement
recruitment
360º evaluation
individual goals frequently target company improvement
organizational model
virtual teams
yearly meeting
present and discuss results create backlogs
“the union”
results
Revenue (-Jul2010)
average project deviation 0%
0% employee turnover and
high motivation
Thanks for your attention! [email protected]
ADAPT WORKS
Alexandre Magno
What are your values? If your values are similar of ours...there is a good
chance of succeedind!
Self-organisation Shared goals is the key
We have no mission We do what we want to do. The self-organization
ensures that what we want to do is something aligned to
our values
Open communication Open-space technology is a good format
for quarter planning
No working hours Home-office? Yes, you can. Beach-office, pool-oficce,
bar-office, starbucks-office, park-office...
The shared goals are what matters.
We have fun!
IMATCH
Miguel Muñoz Duarte
@ Tiago Andrade e Silva